Yoder Wise Leading and Managing in Canadian Nursing

, TEST 4cBANK 4cFOR 4cYODER-WISE’S 4cLEADING 4cAND 4cMANAGING 4cIN 4cCANADIAN
4cNURSING, 4c3rdEDITION, 4cPATRICIA 4cS. 4cYODER-WISE, 4cJANICE 4cWADDELL,

4cNANCY 4cWALTON,


ISBN: 4c978 77 4c72 4c684,
x




ISBN: 4c978 77 4c72 4c745,
x




ISBN: 4c978 77 4c72 4c677
x




Table 4cof 4cContents
4c Part 4cI: 4cCore
Concepts 4cOverview
4c


1. Leading, 4cManaging, 4cand 4cFollowing
2. Developing 4cthe 4cRole 4cof 4cLeader
3. Developing 4cthe 4cRole 4cof 4cManager
4. Nursing 4cLeadership 4cand 4cIndigenous 4cHealth
5. Patient 4cFocus


Context
6. Ethical 4cIssues
7. Legal 4cIssues
8. Making 4cDecisions 4cand 4cSolving 4cProblems
9. Health 4cCare 4cOrganizations
10. Understanding 4cand 4cDesigning 4cOrganizational 4cStructures
11. Cultural 4cDiversity 4cin 4cHealth 4cCare
12. Power, 4cPolitics, 4cand 4cInfluence


Part 4cII: 4cManaging 4cResources
13. Caring, 4cCommunicating, 4cand 4cManaging 4cwith 4cTechnology
14. Managing 4cCosts 4cand 4cBudgets
15. Care 4cDelivery 4cStrategies
16. Staffing 4cand 4cScheduling 4c(available 4conly 4con 4cEvolve)
17. Selecting, 4cDeveloping, 4cand 4cEvaluating 4cStaff 4c(available 4conly4con 4cEvolve)

,Part 4cIII: 4cChanging 4cthe 4cStatus 4cQuo
18. Strategic 4cPlanning, 4cGoal-Setting, 4cand 4cMarketing
19. Nurses 4cLeading 4cChange: 4cA 4cRelational 4cEmancipatory 4cFramework 4cfor 4cHealth 4cand
4cSocial 4cAction


20. Building 4cTeams 4cThrough 4cCommunication 4cand 4cPartnerships
21. Collective 4cNursing 4cAdvocacy
22. Understanding 4cQuality, 4cRisk, 4cand 4cSafety
23. Translating 4cResearch 4cinto 4cPractice


Part 4cIV: 4cInterpersonal 4cand 4cPersonal 4cSkills


Interpersonal
24. Understanding 4cand 4cResolving 4cConflict
25. Managing 4cPersonal/Personnel 4cProblems
26. Workplace 4cViolence 4cand 4cIncivility
27. Inter 4cand 4cIntraprofessional 4cPractice 4cand 4cLeading 4cin 4cProfessional 4cPractice 4cSettings


Personal
28. Role 4cTransition
29. Self-Management: 4cStress 4cand 4cTime


Future
30. Thriving 4cfor 4cthe 4cFuture
31. Leading 4cand 4cManaging 4cYour 4cCareer
32. Nursing 4cStudents 4cas 4cLeaders

, Yoder-Wise's 4cLeading 4cand 4cManaging 4cin 4cCanadian 4cNursing 4c2nd 4cEdition 4cYoder-Wise
4cTest 4cBank


Chapter 4c04c: 4cLeading, 4cManaging, 4cand 4cFollowing



MULTIPLE 4cCHOICE

1. A 4cnurse 4cmanager 4cof 4ca 4c20-bed 4cmedical 4cunit 4cfinds 4cthat 4c80% 4cof 4cthe 4cpatients 4care 4colder
4cadults. 4cShe 4cis 4casked 4cto 4cassess 4cand 4cadapt 4cthe 4cunit 4cto 4cbetter 4cmeet 4cthe 4cunique
4cneeds 4cof 4colder 4cadult 4cpatients. 4cAccording 4cto 4ccomplexity 4cprinciples, 4cwhat 4cwould 4cbe

4cthe 4cbest 4capproach 4cto 4ctake 4cin 4cmaking 4cthis 4cchange?

a. Leverage 4cthe 4chierarchical 4cmanagement 4cposition 4cto 4cget 4cunit 4cstaff
4cinvolved 4cin 4cassessment 4cand 4cplanning.

b. Engage 4cinvolved 4cstaff 4cat 4call 4clevels 4cin 4cthe 4cdecision-making 4cprocess.
c. Focus 4cthe 4cassessment 4con 4cthe 4cunit, 4cand 4comit 4cthe 4chospital 4cand
4ccommunity 4cenvironment.

d. Hire 4ca 4cgeriatric 4cspecialist 4cto 4coversee 4cand 4ccontrol 4cthe 4cproject.

ANS: 4 c B
Complexity4ctheory 4csuggests 4cthat 4csystems 4cinteract 4cand 4cadapt 4cand 4cthat 4cdecision 4cmaking
4coccurs 4cthroughout 4cthe 4csystems, 4cas 4copposed 4cto 4cbeing 4cheld 4cin 4ca 4chierarchy. 4cIn

4ccomplexity 4ctheory, 4ceverybody‘s 4copinion 4ccounts; 4ctherefore, 4call 4clevels 4cof 4cstaff 4cwould

4cbe 4cinvolved 4cin 4cdecision 4cmaking.



DIF: Cognitive 4cLevel: 4cApply REF: 4cPage
4c4 4cTOP: 4 c Nursing 4cProcess: 4cImplementation

N R I G B.C M
2. A 4cunit 4cmanager 4cof 4ca 4c25-bedU4cmedical/surgical
4cS 4cN 4cT O4carea 4creceives 4ca 4cphone 4ccall 4cfrom 4ca 4cnurse 4cwho 4c
4c 4c 4c 4c 4c



called 4cin 4csick 4cfive 4ctimes 4cin 4cthe 4cpast 4cmonth. 4cHe 4ctells 4cthe 4cmanager 4cthat 4che 4cvery
4cmuch 4cwants 4cto 4ccome 4cto 4cwork 4cwhen 4cscheduled, 4cbut 4cmust 4coften 4ccare 4cfor 4chis 4cwife,

4cwho 4cis 4cundergoing 4ctreatment 4cfor 4cbreast 4ccancer. 4cIn 4cthe 4cpractice 4cof 4ca 4cstrengths-

based 4cnursing 4cleader, 4cwhat 4cwould 4cbe 4cthe 4cbest 4capproach 4cto 4csatisfying 4cthe 4cneeds 4cof
4cthis 4cnurse, 4cother 4cstaff, 4cand 4cpatients?

a. Line 4cup 4cagency 4cnurses 4cwho 4ccan 4cbe 4ccalled 4cin 4cto 4cwork 4con 4cshort 4cnotice.
b. Place 4cthe 4cnurse 4con 4cunpaid 4cleave 4cfor 4cthe 4cremainder 4cof 4chis 4cwife‘s 4ctreatment.
c. Sympathize 4cwith 4cthe 4cnurse‘s 4cdilemma 4cand 4clet 4cthe 4ccharge 4cnurse 4cknow 4cthat
4cthis 4cnurse 4cmay 4cbe 4ccalling 4cin 4cfrequently 4cin 4cthe 4cfuture.

d. Work 4cwith 4cthe 4cnurse, 4cstaffing 4coffice, 4cand 4cother 4cnurses 4cto 4carrange 4chis
4cscheduled 4cdays 4coff 4caround 4chis 4cwife‘s 4ctreatments.


ANS: 4 c D
Placing 4cthe 4cnurse 4con 4cunpaid 4cleave 4cmay 4cthreaten 4cphysiologic 4cneeds 4cand 4cdemotivate
4cthe 4cnurse. 4cUnsatisfactory 4ccoverage 4cof 4cshifts 4con 4cshort 4cnotice 4ccould 4caffect 4cpatient

4ccare 4cand 4cthreaten 4cstaff 4cmembers‘ 4csense 4cof 4ccompetence. 4cStrengths-based 4cnurse

4cleaders 4chonour 4cthe 4cuniqueness 4cof 4cindividuals, 4cteams, 4csystems, 4cand 4corganizations;

4ctherefore 4carranging 4cthe 4cschedule 4caround 4cthe 4cwife‘s 4cneeds 4cwould 4cresult 4cin 4ca 4cwin-

win 4csituation, 4calso 4ccreating 4ca 4cwork 4cenvironment 4cthat 4cpromotes 4cthe 4chealth 4cof 4call
4cthe 4cnurses 4cand 4cfacilitates 4ctheir 4cdevelopment.



DIF: Cognitive 4cLevel: 4cAnalyze REF: 4cPage
4c6 4cTOP: 4 c Nursing 4cProcess: 4cImplementation




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